Professional Documents
Culture Documents
DISCUSSION QUESTIONS
Below are examples of questions that you can pose to the whole group or give to small
groups for discussion. Some of these questions could also be given to individuals or
teams as assignments.
What are some of the key behaviors and actions you took whenever you’ve been at
your own best as a leader?
Describe the key actions and behaviors of the person that you’ve experienced as your
best leader?
Explain what “DWYSYWD” stands for. Why is it important? What does it have to
do with leadership?
Who are your role models? Their characteristics? What have you learned from
them? Have they always been positive?
In what ways does having more clarity about your values help you become a better
leader?
What is the difference between being deeply committed to a value and imposing your
will on others? Why does a leader need to know the difference?
What does “find your voice” mean in terms of leadership? Give examples.
Discussion Questions, p. 1
Think of a time that you or a leader you know successfully Modeled the Way.
Describe what happened.
What are common obstacles to Modeling the Way? Which kinds of obstacles are
valid and which can be overcome? Give examples.
Which of the leadership behaviors associated with Model the Way are the most
difficult for you to engage in and why? What does it take to meet this challenge?
What can leaders do to help others in the organization “see” the future?
What are some examples of how leader can communicate a vision so that others will
share it?
How can leaders make sure that they know what the hopes, dreams, and aspirations of
their constituents are?
Think of a time that you or a leader you know Inspired a Shared Vision. Describe
what happened.
What are common obstacles to Inspiring a Shared Vision? Which kinds of obstacles
are valid and which can be overcome? Give examples.
Which of the leadership behaviors connected with Inspire a Shared Vision is most
difficult for you to engage in and why? What does it take to meet this challenge?
Discussion Questions, p. 2
PRACTICE 3. CHALLENGE THE PROCESS
Think of a time that you or a leader you know Challenged the Process. Describe what
happened.
What are some of the actions a leader can take to create a climate for change and
encourage risk-taking? Be specific.
What makes the challenge meaningful for those who push their own limits to get
extraordinary things done, who risk their security to change the social condition or
risk their lives to save others or defend liberty? In general, what makes something
new and innovative worthwhile doing?
In your own personal-best story and those you heard in your discussion group, what
made the challenges meaningful?
What are “small wins”? Why are they important? Give examples of small wins.
Why is learning from experience important? Describe a time when you have learned
from experimentation and even failure. What did you learn that you might not have
learned if you hadn’t had that experience?
What are common obstacles to Challenging the Process? Which kinds of obstacles
are valid and which can be overcome? Give examples.
Which of the leadership behaviors connected with Challenge the Process is most
difficult for you to engage in and why? What does it take to meet this challenge?
Discussion Questions, p. 3
Explain the implications for leaders of the statement “We become most powerful
when we give our own power away.” Give a few examples.
How can leaders create a climate of trust and facilitate relationships among people in
a work team? What can leaders do to show others that they are trustworthy? What
can they do to demonstrate that they trust others?
What are some ways in which leaders can give other people more control of their
work? What are some ways in which leaders can get people interacting?
What are some steps leaders can take to develop people’s competencies and foster
their confidence?
Do you think that everyone wants to develop themselves? Indeed, does everyone
want to be a leader? What do your responses mean for leaders and leadership
development?
Think of a time that you or a leader you know enabled someone to act. Describe what
happened.
What are common obstacles to Enabling Others to Act? Which kinds of obstacles are
valid and which can be overcome? Give examples.
Which leadership behaviors in the Enable Others to Act leadership practice are most
difficult for you to engage in and why? What does it take to meet this challenge?
How are goals, expectations, and standards connected with one another? How are
they connected to Encourage the Heart?
What’s the purpose of feedback? Why is it important for leaders to focus on clear
standards and provide feedback? Give examples from your own experiences.
What does the advice to leaders to “be personally involved” mean? Why is being
personally involved important? What are some ways in which a leader can get
personally involved and show that he or she cares?
What is the most meaningful recognition you have ever received? Be specific about
the way in which you were recognized. What made this recognition meaningful?
Discussion Questions, p. 4
What are some creative and imaginative ways in which you can recognize the
contribution of an individual? Celebrate the accomplishments of a group?
What are some ways in which community, celebration, and commitment are
connected? What are the implications for leaders?
What are common obstacles to Encouraging the Heart? Which kinds of obstacles are
valid and which can be overcome? Give examples.
Which of the leadership behaviors associated with Encouraging the Heart is most
difficult for you to engage in and why? What does it take to meet this challenge?
What are three things that can be done to improve in each leadership practice? What
are some applications of these to your own leadership development?
What are three things that you can do to continue learning to be a better leader? What
are some specific ways you can apply them to your own leadership development?
Discussion Questions, p. 5